Emerging Leaders in Middle Management (DOJ)

2021 ◽  
Vol 45 (9) ◽  
pp. 6-6
Keyword(s):  
Middle Management ◽  
Emerging Leaders

Seeing the Forest from the Trees: Emerging Leaders in Tasks Groups

2003 ◽  
Author(s):  
Melanie A. Gottschalk ◽  
Amanda M. Christisen
Keyword(s):  
Emerging Leaders

Implementation of Competence Framework to Evaluate Middle Managers: DOJI Gemstone Jewelry Group Case Study

2019 ◽  
Vol 35 (3) ◽  
Author(s):  
Do Vu Phuong Anh
Keyword(s):  
Time Management ◽  
Personal Development ◽  
Professional Competence ◽  
Middle Management ◽  
Management Training ◽  
Executive Management ◽  
Management Level ◽  
Leadership Competence ◽  
Competence Framework

This research presents the results of applying the theory of competence framework to evaluate the current competence of middle management in enterprises, in the case study of DOJI Gemstone Jewelry Group (DOJI Group). By using in-depth interviews and survey through questionnaires, the research results show that the middle management level at DOJI Group has satisfied relatively well the most competencies of the professional competence group, executive management competence as well as personal development competence. However, some of the competencies that need to be further improved include time management, training and leadership competence, innovation and learning competence. The solutions given are for reference by DOJI Group and other private enterprises in Vietnam in the assessment and development of middle management level.

PENGARUH KETIDAKPASTIAN LINGKUNGAN TERHADAP KARAKTERISTIK SISTEM INFORMASI AKUNTANSI MANAJEMEN DENGAN LOCUS OF CONTROL SEBAGAI VARIABEL MODERASI (Survei pada Perusahaan Ritel Modern di Kota Jambi)

2018 ◽  
Vol 1 (2) ◽  
Author(s):  
Dewi Saraswati
Keyword(s):  
Locus Of Control ◽  
Middle Management ◽  
Management Level ◽  
Purposive Sampling ◽  
Back Office

Penelitian ini bertujuan untuk mengetahui pengaruh ketidakpastian lingkungan terhadap karakteristik sistem informasi akuntansi manajemen dan untuk mengetahui moderasi locus ofcontrol terhadap hubungan antara ketidakpastian lingkungan dan karakteristik sisteminformasi akuntansi manajemen. Penelitian ini merupakan penelitian survei denganmenyebarkan kuesioner secara langsung kepada sampel. Populasi dalam penelitian ini adalahtop management level dan middle management level pada perusahaan ritel modern di kotaJambi. Penelitian ini menggunakan teknik penarikan sampel purposive sampling. Jumlahsampel dalam penelitian ini sebanyak 57 responden, yang terdiri dari manajer cabang,manajer divisi, area supervisor, back office supervisor, dan kepala toko. Teknik analisis datamenggunakan analisis regresi linier sederhana dan analisis regresi dengan variabel moderasi.Hasil penelitian ini menunjukkan bahwa (1) ketidakpastian lingkungan berpengaruh terhadapkarakteristik sistem informasi akuntansi manajemen (2) locus of control tidak dapatmemoderasi hubungan antara ketidakpastian lingkungan dan karakteristik sistem informasiakuntansi manajemen.  

scholarly journals Organizational Learning from Hidden Improvisation

2021 ◽  
pp. 017084062110355
Author(s):  
Allan Macpherson ◽  
Dermot Breslin ◽  
Cinla Akinci
Keyword(s):  
Organizational Learning ◽  
Learning Outcomes ◽  
Middle Management ◽  
Fire Service ◽  
Organizational Systems ◽  
Qualitative Evidence

Research has identified improvisation as a creative and open activity that can be harnessed to encourage innovation and learning within the organization. In this paper, we present improvisation as a covert phenomenon, occurring in a climate of mistrust and fear of censure, and disconnected with wider organizational learning. Drawing on qualitative evidence of a UK Fire Service, we explore hidden improvisation, and identify the conditions and processes that can connect these local deviations to wider processes of learning. We show that whilst most improvisations remain hidden and contained to avoid wider scrutiny, certain conditions of frequency, connectedness, and scale escalate events to become more visible to supervisors and managers. The learning outcomes from these visible improvisations will then depend on management’s interpretation, evaluation, and translation of improvising behaviours. Dependent on prior relationships of trust and credibility, middle management perform a key brokering role in this process, connecting previously hidden improvisation to wider organizational systems and structures.

scholarly journals Extension of the strategic renewal journey framework: The changing role of middle management

2021 ◽  
Vol 65 ◽  
pp. 101540
Author(s):  
Lilla Hortovanyi ◽  
Roland Zs Szabo ◽  
Peter Fuzes
Keyword(s):  
Middle Management ◽  
Strategic Renewal ◽  
Changing Role

The hollowing out of the workforce: what potential for organisational learning?

2001 ◽  
Vol 20 (1) ◽  
pp. 7-18
Author(s):  
John Kidd ◽  
Frank-Jürgen Richter
Keyword(s):  
Enterprise Resource Planning ◽  
Middle Management ◽  
Resource Planning ◽  
Organisational Learning ◽  
Human Resource Managers ◽  
Joint Effort ◽  
Strategic Networks ◽  
Japanese Firms ◽  
Resource Managers ◽  
Strategic Networking

The study of organisational networking has suggested that a joint effort applied to some task is often to the advantage of both parties. Recent studies have indicated that many strategic networks of Japanese firms have been both strategic and also permeable – to the extent that each firm takes on some of the characteristics of the other in order to fulfil a task. However the emergent characteristic of ‘downsizing’, which hit the Western firms a decade ago, has now moved to Japan where their reluctant human resource managers have begun to ‘hollow out’ their workforce – and much of the effect falls upon the middle management cadre. In turn we are seeing in Europe, across the Japanese production subsidiaries, that they have embraced the precepts of Enterprise Resource Planning (ERP) in the form of applications programmes promoted by SAP, Oracle, Baan, PeopleSoft and others – so as to be better informed of the data in their pan-European enterprise. Our thesis is that the effects of the hollowing out needs to be very carefully managed in both the single enterprise and between multi-enterprises. And the implementation of ERP needs precise management in multi-national firms in general, and Japanese firms in particular, if they are to engage in strategic networking with any degree of permeability – since they will have little resultant organisational slack to generate new organisational learning.

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